构建敏捷性和适应性

美世’s organisation design consulting helps you transition from a traditional multilayered organisation to a simple, 敏捷和分布式结构.
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Business goals need to be supported by the right operating models

Organisations must make complex decisions as they mobilise to achieve their business goals. 面对相互竞争的优先事项, limited resources and unsuitable operating models, many fail to reach their objectives.

The opportunities, challenges and barriers organisations may face include:

  • Enabling growth, faster decision-making, innovation and greater agility
  • Organising work in the post-COVID world
  • 真正以客户为中心
  • Aligning workforce 转换 to organisational 结构
  • 让他们的策略奏效 

Under increasing internal and external pressures, there may be a temptation to implement reactionary initiatives that might look good in the short term but do not deliver lasting impact. To overcome challenges and realise their business strategy, leaders must rethink how their organisation functions and design operating models for sustainable outcomes.

Organisations can achieve their business objectives by getting the fundamentals right, beginning with holistically (re)designing business models, 结构, 流程, 功能, 治理, 工作方式, 指标, 激励, 资金和资源.

Greater adaptability delivers clear business benefits. Responsive companies’ revenues grow 37% faster and generate 30% higher profits than non-responsive companies.

敏捷组织的支柱

To thrive in times of 转换, organisations must continuously assess and align their business and organisation models, 人们的习俗和文化. High-performing organisations consistently ensure alignment of these aspects to sustain success and deliver on their business strategies.

High-performing, agile organisations:

  • Embrace an aspirational purpose and clearly communicate their strategy
  • Monitor the environment and respond quickly
  • Know how they create, capture and deliver value
  • 测试、学习和迭代
  • Have the ability and capacity to change and reconfigure their resource base quickly

Continuum of choices in organisation design

To help organisations frame their decision making, we propose five dimensions of organisational design. Each dimension represents a spectrum of choices leaders must make, and any choice has broader organisational implications.
The graphic lists five dimensions of organisation design. Under each dimension sits a spectrum of options labelled at each end with corresponding characteristics. The first dimension of organisation design, stakeholder engagement, ranges from focused to complex. The second dimension, breadth of focus and scope, ranges from narrow to broad. Structure and 治理 ranges from locally embedded to centrally managed. Resource management ranges from stable to fluid. 第五维度, 指标, 激励措施和资金, ranges from role/project based to embedded organisationally. 

组织设计方案

There’s no one-size-fits-all approach to creating an agile organisation; there are several ways to inject agility. Some methods will be more suitable than others for different areas of your organisation, with ease of implementation decreasing and the level of agility increasing as you move along the continuum. A few of the options that 美世 recommends include:

People work primarily in line organisation but also contribute to cross-functional initiatives or projects (例如, 80/20分成).

Self-organised (not self-directed) teams define their 工作方式 and are jointly accountable for employee-to-employee performance.

Sharing and sourcing capability across platforms or defined ecosystems (managing access rather than ownership of resources).

A pool of individuals staffed to different activities full time, based on the priority of needs — assignments can vary from hours to months.

Coordination between product owners and chapter leads to determine priority and vision; outcomes achieved through cross-functional teams (organised, 例如, 在小队和部落中).
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